Talent Strategies 2012

• 
  Mike Prokopeak
  Vice President, Editorial Director
  MediaTec Publishing Inc.

• 
  Don Tapscott
  Co-Author, Macrowikinomics: Rebooting Business and the World
  Chairman, Moxie Insight

The collapse of the financial systems and the global economic crisis of 2009 were a wakeup call to the world. We need to rethink and rebuild many of the organizations and institutions that have served us well for decades, even centuries, but are no longer able. Many traditional economic and social pillars of the Industrial Age have come to the end of their life cycle. How must our institutions change for a new century, new media, new generation and a new economy? The next decade is crucial. What is to be done?

Don Tapscott, one of the most influential visionaries of the digital age, discusses how the combination of a new generation and a new communications medium is revolutionizing the workforce. The first generation to "grow up digital" thinks, learns, collaborates and works differently than its baby boomer parents. This is creating a "generational firewall" that needs to be overcome if companies are to transform themselves for the new realities. Most of what we know about human capital strategies is changing as the old paradigms of recruitment, compensation, training, performance evaluation, retention and management are changing.

In this session, attendees will learn:

• What the big drivers are and the nature of the transformation in business that is underway
• How the "Net Generation" is different from previous generations in the workforce
• How the old paradigms of human capital are evolving in the new digital age

• 
  Molly Anderson
  Director of Talent, Deloitte
  co-author, The Corporate Lattice
• 
  Billy Dexter
  Partner, Global Diversity Services Practice
  Heidrick & Struggles
• 
  Jeanne C. Meister
  Co-Author
  The 2020 Workplace: How Innovative Companies Attract, Develop & Keep Tomorrow's Employees Today
• 
  Robert Rodriguez Ph.D.
  President
  Dr. Robert Rodriguez Advisors, LLC

Technology shapes our personal lives in countless ways, both subtle and dramatic, and it’s reshaping the workplace, too. Add powerful global economic forces to the mix, driven by shifting demographics, increasing diversity, worldwide trade and rapidly emerging markets, and you get a complex and often perilous environment for human capital practice. Radically new models for management are emerging to operate in this rapid-fire, mobile and increasingly virtual environment. Tried-and-true often can mean dead and buried.

In this discussion, a panel of experts will share how and why the workplace and the workforce are changing and what you should be doing to prepare today to manage tomorrow. They’ll share ideas and practices on:

• The intersection of technology and talent management.
• Future workforce demographic trends and implications.
• How to attract and retain employees.
• The evolution of career paths and planning.

• 
  Jim Carroll
  Futurist, Trends, Creativity & Innovation Expert
  

We live in an era of unprecedented, relentless change — a time of hyper-innovation, rapid skills obsolescence and the rapid emergence of new knowledge, constant career upheaval and evolution of existing careers and emergence of new careers. In an era such as this, every organization is faced with a need for a new type of talent management flexibility. That's why some leaders are focused on “human capital agility”: the ability to deploy the right skills at the right time for the right purpose — just in time skills deployment. Whether it is dealing with the impact of faster rates of business model change, the rapid emergence of new markets and products, or more challenging organizational complexities, they are orienting themselves toward skills management as a key organizations success factor.

Join futurist, trends and innovation expert Jim Carroll as he shares his insight into the methods by which organizations are preparing for the changing economy of the 21st century through skills management strategies that focus on agility, insight and execution.

• 
  Janet Manzullo
  Vice President, Talent Acquisition
  Time Warner Cable

If you take a slightly different view of talent acquisition, you’ll be surprised what you might discover. In this session attendees will learn about the experiences of Janet Manzullo, a 21-year hiring manager who became the head of recruiting. She has spent the last six and a half years employing tactics within the recruiting space at two different organizations that have generated bottom-line results and innovative approaches, with very little funding required. Manzullo will share some of those tactics, the lessons learned and what she sees as the future for both acquiring new talent as well as enabling existing talent movement within an organization.

In this session, attendees will learn to:

• Consider who the “customer” of your recruiting process is and build that process around them.
• Discover ways you could improve the experience for your internal talent.
• Run recruiting like a business and speak the language of the business leaders.
• Implement ideas that are quick wins that can be easily implemented and bring immediate results.

• 
  Dottie Brienza
  Senior Vice President, Global Talent Management
  Hilton Worldwide

When private equity group Blackstone acquired Hilton Hotels Corp. in 2007, it sparked a global transformational journey aimed at reinvigorating the 73-year-old company. The following year, U.S.-based Hilton Hotels combined with global operator Hilton International to create Hilton Worldwide, headed by a new top management team. The newly merged company with more than 330,000 employees at more than 3,600 hotel, resort and vacation properties in 84 countries moved headquarters from Beverly Hills, Calif., to the Washington, D.C., area.

The journey was more than a cross-country trip — it also remade how the company manages its human capital. Prior to the merger, Hilton decisions were made at a regional and local level right down to the individual property with few consistent global processes, systems, programs, functions or lines of business. This decentralized model hampered the company’s ability to grow quickly and remain a leader in the competitive travel and hospitality industry. In this session, you’ll learn how the human capital leaders of this global company infused agility, flexibility and quick decision making into an otherwise sleepy company through:

• A refreshed and renewed focus on company culture.
• Creation of a new HR and talent management structure.
• Integration of people, capabilities, systems, programs, processes and tools across the global enterprise.

• 
  Debra Nelson
  Vice President, Corporate Diversity and Community Affair
  MGM Resorts International

While corporate cost cutting and the pressure to produce bottom-line results have become more important than ever recently, Las Vegas-based MGM Resorts has kept its focus trained on recognizing the business value of diverse talent and ethnic backgrounds among its 62,000 employees. The company was the first gaming and entertainment entity to establish a formal diversity and inclusion initiative in 2001, and Phyllis James, senior vice president of corporate diversity and community affairs and senior counsel, will discuss its benefits.

Valuing diversity in the global marketplace has fostered better employee performance, greater business engagement, improved relationships with global customers and alliances with new constituencies and interest groups with whom MGM Resorts has common objectives. At the same time, the company is making strides in expansion of its brands both domestically and internationally. Diversity is but one arm of a three-pronged corporate responsibility code which accentuates corporate philanthropy, employee community involvement and environmental responsibility. Attend to learn more about how these strategies might fit into your own corporate framework.

In the session, attendees will learn:

• Why it is important to invest company resources in a diversity initiative
• How to “walk-the-walk” rather than just “talk-the-talk” with your diversity initiative
• How valuing diversity can pay off to the bottom line
• How to communicate the value of diversity to employees

• 
  Jerry Prochazka
  Director, HCM Advisory Group
  Human Capital Media

As large numbers of senior leaders retire, organizations are developing practical ways in which leadership teams can face the growing challenge of talent management. The need for innovation and growth is critical in the current business environment and organizations realize the fast track to success is achieved by building strong leaders.

To provide insight into the development of leadership development practices, Talent Management magazine’s Human Capital Media (HCM) Advisory Group fielded a survey to Talent Management subscribers in November 2011 to assess and benchmark leadership development activities.

Join Jerry Prochazka, director of HCM Advisory Group, as he shares the survey results and the insights about the current state of leadership development. It just might be the competitive advantage your organization needs.

• 
  Lance Dublin
  Chief Solution Architect
  Dublin Consulting
• 
  Eric Vidal
  Director of Product Marketing
  InterCall

This workshop will explore some of the new, creative solutions to recruiting, on-boarding and training, and how complex HR functions are now going “virtual.” Attendees will hear examples of how organizations such as KPMG, CareerBuilder.com and ACS leveraged virtual environments to recruit, on-board, train and help truly change the way their organization manages strategic HR functions. Attendees will also be able to collaborate with two industry experts who are in the middle of this movement.

In this interactive workshop you will learn the following:

• How to engage with a global audience to recruit, on-board and train 24/7/365.
• How to reduce costs, and do more with less.
• The challenges and successes in virtual recruiting.
• Receive a free white paper that provides details and case studies on virtual recruiting, on-boarding and training.

• 
  Susan Brady
  Senior Vice President, Global Programs
  Linkage
• 
  Harley Ostis
  President, Professional Services
  Linkage

What we know about high-potential leaders is they produce results by effectively influencing others. In times of increasing complexity and performance demands, your high-potential talent pool can be the differentiating factor necessary for success. Have you identified your high-potential leaders? Alongside best-selling author and nationally acclaimed thought leader Warren Bennis, Linkage has uncovered the key competencies and skills proven to differentiate superior from average leaders. Learn how to leverage these skill sets to drive your organization to a new level of success in 2012 and beyond.

In this session, attendees will learn:

• The results of an in-depth, longitudinal study which identifies the key competencies, skills and responsibility areas proven to differentiate high-potential leaders.
• An overarching framework depicting the three most important foundational elements of leadership.
• A leadership assessment that can be used to measure up-and-coming leaders in your organization.

• 
  Felicia Haslom
  Senior Director, National and Government Accounts
  Keller Center for Corporate Learning

Diversity of thought is instrumental in understanding the potential of diversity as an organizational resource. If we do not have diversity, what would our workplace look like? If we do not truly understand the scope of diversity, how can we expect our talented professionals to grow in their roles and be understood as diverse people? If we do not provide diverse learning mechanisms to our employees, is it fair to expect them to know what even we do not know?

This presentation will create a forum to discuss diversity of thought and how futuristic education plays an integral role in understanding the differences and similarities in our work culture. The ultimate key to having diversity of thought in our workforce is for organizations to be open-minded, willing and ready to try different educational approaches to understanding this concept.

This session will address:

• Business management and strategy.
• Human resources and development.
• Employee and labor relations.
• Workforce planning and employment.

• 
  Mike Prokopeak
  Vice President, Editorial Director
  MediaTec Publishing Inc.

• 
  Sylvia Ann Hewlett
  President, Center for Talent Innovation
  Author, Winning the War for Talent in Emerging Markets

It’s more vital than ever to hold onto and leverage top performers. They’ve got the outsize smarts and dedication needed if companies are to survive turbulent times and emerge stronger. Yet many employers are failing to support and sustain their best people. In this keynote, Sylvia Ann Hewlett shares what happened to top talent in the recent down cycle and explains how companies can re-engage and re-energize their stars for future growth. Drawing on the research for her books, Top Talent: Keeping Performance Up When Business Is Down and Winning the War for Talent in Emerging Markets, as well as her hands-on experience advising global companies that have been successful in attracting and retaining the best, she will present cutting-edge interventions that have emerged as top picks for executives looking to motivate top talent. They include: developing a “no-spin” zone, using time as currency, re-creating pride in mission and developing lateral and “stretch” career opportunities in lieu of pay hikes.

In this session, attendees will learn:

• How to focus on morale and build team spirit by showing that top leadership cares.
• The role of stretch experiences and lateral opportunities in building a talent pipeline.
• How to re-create pride, purpose and direction in the workforce and workplace.

• 
  David Binkley
  Senior Vice President, Global Human Resources
  Whirlpool Corporation
• 
  Bob Llamas
  EVP, Chief Human Resources Officer
  Univision Communications Inc.
• 
  Jill Smart
  Chief Human Resources Officer
  Accenture

Human resources executives have a unique viewpoint on today’s organizations. On one hand, they work closely with executives and senior leaders to set and execute strategy. On the other, they are the voice of the organization’s most valuable resource — its people. They’re also in a position to do something about it, melding that deep insight with policy and practice to deliver results.

In this discussion, senior executives share the issues on their minds, what it takes to be a true human capital leader today and how organizational practice must change. They’ll share ideas and practices on:

• What’s needed to be a human capital leader.
• Working together across traditional silos.
• Relationship building and influence.
• Business trends impacting practice.
• Managing a diverse, global organization.

• 
  Stephen Miles
  Vice Chairman
  Heidrick & Struggles

The requirements for leadership are continually evolving and such things as the evolution of technology, social media, globalization and geopolitical constituency management all have implications in terms of how we develop today’s and tomorrow’s leaders. It is imperative that practices in talent management evolve to meet the changing needs of leadership, and that means putting aside antiquated notions of how to unlock performance and potential. No matter how disciplined an organization may be around its talent management processes and systems, it can find itself in the position of being “one short.”

This presentation will discuss how HR professionals can work to overcome the gaps in talent management by focusing on a few simple methods with which to develop leaders, as well as distilling some of the myths that surround organizational design and development.

In this session, attendees will learn:

• What the leadership requirements are for today's most successful leaders
• What some of the myth/gaps in talent management and succession planning are that provide us with false confidence and security
• What the key areas of focus are for an HR professional to ensure talent management actually works within his/her organization

• 
  Kenny Eon
  Manager, Enterprise Client Relationship Directors
  iCIMS

In recent years the world of sourcing, recruiting and customer relationship management (CRM) has evolved and expanded into unknown territories. The amount of change during the past 10 years has been phenomenal, and don’t expect it to stop anytime soon. This session will discuss the advantages effective applicant tracking software can give to your business and how its range of reaching potential applicants travels across a wide variety of social media sites, job boards and much more.

In this session, attendees will learn:

• How far sourcing, recruitment and CRM has come.
• Where it is going and how your business can get there.
• The true benefits of up-to-date applicant tracking software.

• 
  Tamara Carrillo
  Director, Professional Development
  Ashford University
• 
  Melissa Goodwin
  Director, Professional Development
  Ashford University

Today’s universities are a buffet of rich resources with people who can offer game-changing learning breakthroughs. Corporations are hungry for better talent — people who bring a new level of thinking, stronger skill sets, more education and a progressive learning approach.

Join this session to learn what Ashford University’s professional development team offers through its initial four leadership development workshops, and walk away with a recipe for a breakthrough from each of these areas that you can bring back to your organization.

In this session, you will:

• Transform your presentations with story and spontaneity through a sampling of “Standing Room Only.”
• Experience a Gallup-inspired wellness formula that will allow you to tap into your greatest potential through a sampling of “You 2.0.”
• Channel the spirit and energy of the coffeehouse to foster collaboration among teams through a sampling of “Coffeehouse Collaboration.”
• Become a “Leader in the Know” with the biggest lessons, breakthroughs, and takeaways from the top leadership books of the year.

• 
  Dr. Jeff Facteau
  Vice President, Professional Services
  SHL

Question for your HR chief: Are we using our “people data” to create value? That was the title of a 2011 report from McKinsey & Co. on the need for HR to move its organization toward “big data” to remain relevant in today’s fast-paced and competitive environment. The right talent analytics are a game-changer for companies that understand the importance of workforce data and how to apply it to get bottom-line results. What kind of questions can talent analytics answer?

• Is your employment brand competitive?
• Are you attracting the right candidates?
• Which recruiting sources are delivering the best candidates?
• Are any of your teams likely to put your business at risk?
• Do you have the right talent on board to take your company where you need to go?

SHL Talent Analytics answers these questions and more by providing data-driven talent information critical to business performance. With a database of more than 80 million records, HR can compare its workforce by industry, region and job function using the application.

Learn about this new talent analytics technology and see case studies on how organizations are using it to stay competitive.

• 
  Madeline Homan-Blanchard
  Co-Founder
  The Ken Blanchard Coaching Services

On-boarding has traditionally been seen as an HR responsibility, and it’s easy to let the company’s training department make sure new employees get off on the right foot. This is a good start, but research shows that when managers also get involved, the process moves along much faster.

In this session, you will learn a proactive approach and three strategies to help get people off to a fast start, including:

• Painting the picture: Managers often hope their employees will read their minds regarding the new job. Learn how to create a picture of what a good job looks like and how to monitor that your employee has “gotten” it.
• Sharing your leadership point of view: Don’t encourage new hires to spend their time “boss watching.” Take the mystery out of what you expect by spelling out your beliefs and expectations.
• Mapping relationships: Today’s work requires collaboration and an exchange between people. Help your newbies understand how things really get done in your organization by drawing them a map of who is who, and what is what.

• 
  David L. Casey
  Vice President, Workforce Strategies and Chief Diversity Officer
  CVS Caremark

Do you ever get the sense of deja vu when it comes to explaining, coaching and counseling others on how to get through a particular diversity-related challenge? We often let ourselves get caught up doing the same things and expecting different results — a definition of insanity. It’s time for a new conversation about diversity that affords a universal approach that enables others to manage their way through any diversity-related challenge they may encounter.

This won’t be a Ten Steps to Managing Diversity conversation. We will challenge each other to help ourselves and others become more effective at managing diversity by raising questions and issues that raise more questions than they provide answers for. While that may sound counterintuitive, it’s a key ingredient to productive dialogue. The time is now for a thought-provoking dialogue about how to have a new conversation.

By the end of this session, attendees will be able to:

• Utilize a macro definition of diversity that encompasses all micro diversity mixtures.
• Establish a framework that engages every aspect of their organization.
• Effectively lean into diversity challenges as a means of driving productive dialogues.

• 
  Laurie J. Bassi, Ph.D.
  CEO
  McBassi & Company Inc.
• 
  Beate Hillebrecht-Harris
  Director Human Resources, Global HR Business Partner
  Applied Materials

The evidence is clear — the economic premium for superior human capital management is large and growing. As workforce planning emerges as an essential organizational core competence, it has become just as important for HR.

Applied Materials has made strides in using analytics to inform and guide its strategies for: becoming an employer of choice globally; reducing unwanted employee turnover; determining whether its HR interventions are having their intended impact; optimizing its HR investment strategy; and improving sales force effectiveness.

This session will describe the major trends behind the rapid emergence of workforce analytics as an essential core competence, and describe how Applied Materials is using analytics within the workforce planning function to ensure that HR interventions and strategies are designed to achieve the best possible business results.

In this session, you will learn about:

• New evidence on the economic imperative for doing workforce analytics.
• How workforce analytics enables effective workforce planning and the business to achieve strategic success.
• How to combine workforce data from multiple sources to uncover actionable insights.
• Why workforce planning is a form of risk management.

• 
  Jerry Prochazka
  Director, HCM Advisory Group
  Human Capital Media

The U.S. Department of Labor predicted U.S.-based employers will need 30 million new college-educated workers in the next decade, while only 23 million are expected to graduate from college in that timeframe. According to a survey by staffing firm Manpower, there is a global talent shortage (Manpower Talent Shortage survey, 2010) and acquiring the right talent requires a commitment by organizations to reskill and upskill employees, new hires and potential candidates.

Acquiring new talent has proven troublesome. Clearly, talent acquisition issues are real, warrant exploration and require creative ways to find and recruit workers. To provide insight into the development of talent acquisition practices, Talent Management magazine’s Human Capital Media (HCM) Advisory Group fielded a survey to Talent Management subscribers in October 2011 to assess and benchmark talent acquisition activities.

Join Jerry Prochazka, director of HCM Advisory Group, as he shares the survey results and insights about the current state of talent acquisition and the challenges that organizations face preparing for the changing economy of the 21st century.

• 
  Jeremy Davenport
  Musician
  

Featuring entertainment from a member of Harry Connick, Jr.'s big band.